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Chapter 13 - Managing Conflict and Negotiating
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have eventually been able to address their conflict. The benefit of
6. How might the situation have been different if Johnson and her husband had
used the added-value negotiation strategy in Figure 13-6 right from the start?
Explain, step by step.
a. Added-value negotiation seeks to provide a better agreement for both
parties and focuses on creating “win-win” situations. This type of
integrative bargaining is possible when multiple issues are negotiated at
once. The first step in added-value negotiation is to clarify interests. Each
LEGAL/ETHICAL CHALLENGE: Break It Up!
What is the right thing to do in this situation? What are the ethical implications
for your choice?
2. The good results these men get are more than offset by the negative impact their
Chapter 13 - Managing Conflict and Negotiating
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7. Invent other options. Discuss.
Discussion:
There are many reasons why people avoid conflict. It is clear that the boss is aware of
the personality conflict between the two executives and has opted to ignore it rather
than address it. Table 13-1 provides valuable recommendations for dealing with
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INTERNET EXERCISE
http://www.eeoc.gov
Mediation is a form of alternative dispute resolution (ADR) that the Equal Employment
Opportunity Commission (EEOC) offers as an alternative to the traditional process for
investigating and litigating employment discrimination claims. The EEOC is the
governmental agency responsible for ensuring employer compliance with anti-
discrimination legislation in the United States. In the EEOC mediation process, a
neutral third party informally assists the employee and the company in reaching a
mutually-agreeable resolution to a claim of employment discrimination. This program is
voluntary and is free to both parties. Mediation can provide a fair and efficient process
for resolving employment disputes, and it promotes a better work environment since the
process is less adversarial than using the court system. If the mediation process fails to
create a resolution, information that is presented during the mediation process cannot
be used in the subsequent litigation process.
The purpose of this exercise is to introduce you to the functions of the EEOC,
particularly its mediation program, and the benefits of mediation. First, go to the
agency’s homepage to learn about the basic structure and responsibilities of the EEOC
at http://www.eeoc.gov/. Begin by reviewing the information the under “Laws,
Regulations, Guidance & MOUs” heading under the “About EEOC” content area. Click
on the “Laws” link to see the various statutes enforced by the EEOC. Then review the
information in the “Discrimination Type” section for several of the protected classes
listed. Under the “About EEOC” heading, next review the information in the “Statistics”
section.
Finally, go to the section of the EEOC’s website that describes its mediation program at:
http://www.eeoc.gov/eeoc/mediation/index.cfm. Read the content in the “Facts about
Mediation,” “Questions and Answers—Mediation” and “History of the EEOC Mediation
Program” sections. After reviewing these sections, answer the questions below.
Questions:
1. Were you surprised by the number of claims filed with the EEOC or the amount
of monetary damages awarded? Explain your answer.
2. Besides the financial costs, why is it important for employers to avoid
employment discrimination claims?
3. How can mediation assist employers in dealing with employment discrimination
claims?
Chapter 13 - Managing Conflict and Negotiating
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INSTRUCTIONAL RESOURCES
1. A great way to go more deeply in the nuts and bolts of conflict handling can be
found in “How to Tell Anyone Anything: Breakthrough Techniques for Handling
Difficult Conversations at Work” by R. S. Gallagher (AMACOM, 2009).
2. See “Topic 17: Power and Conflict” in “An Instructor’s Guide to an Active
Classroom” by A. Johnson and A. Kinicki (McGraw-Hill/Irwin, 2006).
3. See “Teaching the Cultural Aspects of Negotiation: A Range of Experiential
Techniques” by S. Weiss in Journal of Management Education, 2003, Vol. 27(1),
pp. 96-121.
4. See “Learning Management in a Crisis: A Service Learning Response to
September 11, 2001” by R. Schaffer in Journal of Management Education, 2004,
Vol. 28(6), pp. 727-742.
TOPICAL RESOURCES
1. An intriguing account of negotiation across different cultures can be found in “The
Role of Temporality in Dyadic Negotiations: Evidence from Portugal, Turkey, and
the United States” by S. Armağan et al. in Research on Managing in Groups and
Teams, 2006, Vol. 9, pp.115-146.
2. See “Future Thinking in Disadvantaged Situations: The Role of Outcome Delays
and Competitive Issues in Negotiation” by G. Okhuysen and B. L. Bonner in
Motivation & Emotion, 2005, Vol. 29(4), pp. 460-474.
3. See “The Positive and Negative Effects of Anger on Dispute Resolution:
Evidence from Electronically Mediated Disputes” by R. Friedman, C. Anderson,
J. Brett, M. Olekalns, N. Goates, and C. Lisco in Journal of Applied Psychology,
2004, Vol. 89(2), pp. 369-376.
VIDEO RESOURCES
1. Dealing with conflict in a constructive manner is the subject of the film "Dealing
with Conflict" (CRM Films).
2. Viewers are asked to solve conflict cases in the film "Conflict on the Line" (CRM
Films).
3. Insight Media produces several videos on international negotiations including
“The Style: International Negotiating Styles,” “Negotiating International Sales
Contracts and Agent/Distributor Agreement,” and “International Negotiating” and
negotiating in general including “The Stanford Video Guide,” “Successful
Negotiating,” and “Negotiating.”
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4. Insight Media also has a number of videos dealing with conflict, including “The
Art of Resolving Conflicts in the Workplace,” “Dealing with Conflict and
Confrontation,” “Creative Use of Conflict,” and “Conflict Management.”
5. For a win-win look at conflict, see "Solving Conflict" (American Media
Incorporated).
DISCUSSION QUESTIONS
1. Discuss the benefits of functional conflict and describe actions managers could
take to stimulate functional conflict.
2. Describe the five styles of handling dysfunctional conflict. Which of the five
conflict-handling styles is your strongest? Your weakest? How can you improve
your ability to handle conflict?
3. Based on reading this chapter, how might you handle a conflict with a classmate
on a team project for this class?
4. Contrast distributive and integrative negotiation and summarize ethical pitfalls
you may encounter in the negotiation process.
5. Based on what you have learned in this class and from reading this textbook,
discuss the policies and practices that employers should follow to avoid
dysfunctional workplace conflict.
SUPPLEMENTAL EXERCISE 1: THE DOCTOR APPOINTMENT1
APPLICATION
This exercise explores the effects of relationships on the negotiation process. Students
should be paired in dyads, with one taking the role of “Person A” and the other taking
the role of “Person B.” After negotiating (or attempting to negotiate) a resolution to the
following scenario, ask students to repeat the role play except this time the other person
is their next-door neighbor, whom they like. A possible variation is to change the
relationship between the two characters, making one the supervisor of the other in the
workplace. This variation introduces an element of differential power into the situation.
As another variation, students may be instructed to choose new partners for the second
role play.
1 Adapted from Exercise 476. “The Parking Space: Relationships and Negotiating” The 1991 Annual: Developing
Human Resources, J.W. Pfeiffer (Ed). University Associates, Inc. San Diego, CA. Adapted with Diane Gilchrist.
Chapter 13 - Managing Conflict and Negotiating
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* * *
“Person A”
You arrived at your scheduled doctor’s appointment only to find that the receptionist has
scheduled another patient for the same time period. You have waited two weeks for
this chance to see the doctor, and have been sick with the flu the whole time. Your
illness shows no signs of improving. The doctor has no other available appointments
for the next two weeks.
“Person B”
You arrived at your scheduled doctor’s appointment only to find that the receptionist has
scheduled another patient for the same time period. You want to see the physician
about a problem that is relatively minor at this time, but could become more serious if
you postpone seeing the doctor. The doctor has no other available appointments for
the next two weeks.
Reconvene the class and discuss the following questions:
1. What happened in the role play? What were your thoughts, feelings, and
behaviors?
2. Did you resolve the dilemma? If so, how?
At this point complete processing of the exercise is not necessary, as the goal is to
contrast this role play and the next one. Redo the role play, but add one of the
relationship variations discussed above. After the second role play, discuss the
following questions:
1. What were the sources of conflict in the situation? Did they differ between the
two role plays?
2. In what ways were you satisfied with the results of the first role play? With the
second?
3. What was the difference in competitiveness between the first and second role
play?
4. Did the focus on the relationship change between the two role plays? Did it
affect the outcome?
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SUPPLEMENTAL LECTURETTE 1: EFFECTIVE NEGOTIATING GUIDELINES2
APPLICATION
This lecturette provides supplemental coverage of handling intergroup conflict through
negotiation.
* * *
It has been estimated that up to 20 percent of a manager's time is spent negotiating.
However, most managers have had little or no training and support to help them
understand the negotiation process. The ten guidelines presented here can put a
manager at a substantial advantage, whether negotiating a contract, an employee's
raise, or a child's bedtime. They are universal and applicable to virtually all negotiating
situations.
1. Prepare for Negotiations. Before entering the actual negotiation process, work to
establish two basic issues about both your side and the other side: (a) what you
want to achieve, (b) why you want to achieve it. If you don't understand these two
points for your side, you are not ready to negotiate. Don't hesitate to delay a
negotiation until these issues are answered.
2. Recognize Different Perceptions. In a conflict situation, most people will
negatively exaggerate the responses of the other side, while positively exaggerating
their own responses. This tendency can escalate into conflict, often inappropriately
and unnecessarily. To help correct this, do not respond in a hostile manner to a
remark you perceive as hostile. Instead, when the other side seems to be hostile or
offended, apologize. This does not have to be a personal apology. Apologizing for
the situation can be just as effective.
3. Avoid Corners and Cornering. In a negotiation setting, putting either you or the
other party in a strong either-or situation (such as surrender or fight) can turn
negotiation into a contest of wills and a personal show of force. The normal
response is to want to win at any cost. This destroys the atmosphere crucial for
negotiating.
4. Use Creativity and Imagination. Frequently, there will be a better solution than
either side suggests. Take the time to examine creative alternatives, no matter how
unusual they may be, and you may uncover a better solution for both sides.
5. Recognize the Strength of Silence. Silence tends to make Americans
uncomfortable, and they rush to fill the gap with words. However, in a negotiation,
silence is fitting and valuable. It gives a manager time to consider and respond
appropriately. It is best to let the other side talk more than half the time.
2 Adapted from J. Byrnes, “Ten Guidelines for Effective Negotiating.” Business Horizons, May/June 1987, pp. 7-12.
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6. Make Trade-Offs. Be careful not to let the other side have something for nothing.
In return for conceding a point, get something back, even if it's just goodwill. The
goal is to exchange something that is worth little to you but is valuable to the other
side for something the other side doesn't value but is important to you. In that way,
both sides are happy with the bargain.
7. Make it Easy for the Other Side to Agree. It is generally in a manager’s best
interest to set up an agreement that helps the other side to say "yes." Supporting
rather than undermining the other party through acknowledging rather than
minimizing the gains they made in the bargaining makes them more likely to agree,
and more positive about their experience with you.
8. Take Notes. Taking notes enables a manager to confirm exactly what was agreed
to, no matter how complex. Also, producing the final summary report or memo is a
position of strength for a negotiator. This ensures that the final form is exactly the
way your side wants it.
9. Value Deadlines. Frequently, negotiations will continue much longer than they
have to. Setting and agreeing to a deadline forces them along and helps eliminate
wasted time. Trade-offs and concessions come much more easily if both parties
know there is a deadline.
10. Anticipate no Agreement. If a manager is prepared with alternatives in case there
is no agreement, it provides more leverage for bargaining. The more attractive your
alternative is, the more leverage you have. An attractive alternative, revealed during
the negotiation, can hasten a positive conclusion.
DISCUSSION QUESTIONS
1. List some situations, in business and in your personal life, where negotiating played
a key role.
2. After seven years with a manufacturing organization, you feel you are ready to move
to an assistant plant manager position. A slot has opened up, and you plan to
discuss it with the plant manager. Using the negotiating guidelines discussed, what
would you do?
3. Due to an illness, you were out of school for a month, and you are way behind in
every class. Negotiate an agreement with your professor to complete the class work
this semester or term.
